PWS Final.docx

PERFORMANCE WORK STATEMENT (PWS)

Award

1. Contracting Officer’s Representative (COR).

a. Primary COR. See DITCO Additional Text G1 - Points of Contact

b. Alternate COR. See DITCO Additional Text G1 - Points of Contact

c. Property Administrator See DITCO Additional Text G1 - Points of Contact

2. Contract or Task Order Title.

Defense Information Systems Agency (DISA) Nexus Human Capital Management (HCM) Modernization

3. Background.

DISA needs to transform the way that Human Resources (HR) related Information Technology (IT) services are provided at the agency by modernizing into a full lifecycle HCM platform (or system of systems) to support DISA’s end-to-end human capital lifecycle and workforce development initiatives, Workforce 2025, OMB’s Cloud Smart strategy, and the Department of Defense’s (DoD’s) Software Modernization Strategy, emphasizing “the importance of commercial partnerships through the adoption of cloud.”

On 8 May, the Air Force Strategic Transformation Support (AFSTS) Contracting Office conducted a Town Hall meeting with all the government Task Order owners and were asked to redline any language for consulting services or work that could be performed by government employees. Following a 19 May 25 executive meeting between DISA and Department of Government Efficiency (DOGE), DOGE recommended that all contracts awarded on the AFSTS be cancelled within the following 6 months, with a small subset being candidates for contracting via other means—DISA Nexus was one of those such contracts. Nexus is DISA’s next HCM IT platform. The program is a transformational solution for the agency and a necessary one to migrate off a legacy system. This requirement aligns with Executive Order 14170 “Reforming the Federal Hiring Process and Restoring Merit to Government Service,” paragraph 2(b)(iv), reducing the time to hire under 80 days.

Our workforce is skilled in the delivery of IT transport, desktop services, cloud computing, data center operation, cybersecurity, IT collaboration capabilities, business systems, data management, enterprise architecture, governance, financial and human resource management, physical security and facility management, acquisition, and contracting. We have a total workforce of approximately 7,500 civilian personnel, 1,600 active-duty personnel, and 11,000 contractor full-time equivalents (FTEs) which are geographically dispersed across seven (7) countries and 25 states, with the largest concentration (54%) at our headquarters in Fort Meade, MD and within the National Capital Region.

Current environment: While DISA utilizes the Defense Civilian Personnel Data System (DCPDS) for a subset of HR actions, the Agency also utilizes the Government off-the-shelf (GOTS) Corporate Management Information System (CMIS). Utilization of CMIS started in 2000 as an open database internet connector application with an Access database and evolved in 2005 to a ColdFusion application with a Microsoft Structured Query Language Server backend. Since then, CMIS has grown to over 400 modules as developers have added functionality to support DISA’s evolving mission requirements. CMIS can receive data from external DoD systems such as the DCPDS and provides workflow and process automation for a range of DISA HR and related functions.

Additionally, many of DISA’s necessary HCM functions and processes rely on manual workarounds, email coordination, disconnected use of productivity applications (such as Microsoft DOD 365), and lack of data transparency.

4. Objectives:

Program Goals: Modernize Human Resources-related processes, procedures, and information technology services at DISA and transform them into a full lifecycle HCM IT platform of systems/tools, that incorporates automation, robust analytics, and an effective user interface, fully supporting DISA’s human capital and workforce development initiatives.

The DISA J1 Manpower and Personnel Directorate recently underwent a complete operational assessment; a complete, end-to-end holistic analysis of the current and desired future functions, processes, data, people, policies, governance, systems, and overall organizational structure. An outcome of this operational assessment was a list of findings, or ‘pain points,’ identified while assessing the ‘Current State’ of the J1, and a (now complete) functional realignment of the J1 structure. The functional realignment was necessary to address the findings in Attachment 1 – J1 Operational Assessment Current State Findings.

DISA J1 has identified the current challenges inherent in their HR processes, structure, systems, and has begun to transform those underlying processes and procedures in advance of procuring a modernized HCM IT platform (or system of systems).

Areas identified in Attachment 1 – J1 Operational Assessment Current State Findings that require transformation are as follows:

1) Non-standard Processes and Operations.

2) Ownership and Commitment (limited customer service focus, lack of consistent training).

3) Bottlenecks in Time-to-Hire and Time-to-Fill Processes.

4) Systems and Data Interoperability (manual workarounds, processes, and tools; inconsistent interoperability with mandatory systems of record).

5) Data Visibility (lack of data transparency, lack of centralized enterprise dashboard view(s), lack of effective/efficient data recording).

6) Each of these organizational findings are directly, or tangentially, related to the requirement for a modernized HCM IT platform.

5. Scope.

The scope of this effort is to strategically overhaul DISA’s Human Resource-based IT application. It involves reimagining and redesigning technologies to address refined processes, and strategies for recruiting, hiring, training, developing, managing, and retaining employees. HCM IT transformation aims to enhance the efficiency, effectiveness, and agility of HR IT operations while also improving employee experience, engagement, and productivity. Through adoption of advanced technologies (such as cloud-based HCM IT Platform as a Service, data analytics, artificial intelligence, and automation to streamline HR processes, gain actionable insights, and drive informed decision-making), DISA plans to enable a holistic approach to HCM from talent acquisition to retirement/separation.

The Government may require additional sprint support during the base or any option period. Optional sprint modifications will be within the scope of the contract and provide increased support for the defined task areas of this PWS, not to Exceed (NTE) 25 per year as defined in Contract Line Items (CLINs) X002. Optional CLINs will have to be exercised and funded prior to execution.

6. Performance Requirements.

The contractor shall leverage capabilities to implement an HR modernization approach that improves HR efficiency, employee experience, and data-driven decision-making. Modernizing HR is essential in today's rapidly evolving business landscape. With advances in technology, organizations can transform their HR operations to drive efficiency, enhance employee experience, and align HR strategies with business objectives. This HR modernization approach focuses on leveraging cutting-edge solutions and leading practices to streamline processes, automate tasks, enable self-service, and harness data-driven insights. The outcome of this approach is that the contractor shall transform HR operations to enhance the value HR delivers to DISA and its customers. The contractor’s technical approach shall be grounded in the Capability Maturity Model Integration Level process and use a Development Security and Operations (DevSecOps) methodology. The contractor shall use leading practices and tools that support software project management, process management, and systems and software engineering. These leading practices shall serve as accelerators to the Agile development methodology and promote a process improvement culture to facilitate increased quality, consistency, transparency, and productivity. The DevSecOps process is a critical enabler for Agile and configurable ecosystems capable of making features and functionality changes rapidly, while embedding security in each stage of the life cycle. The contractor’s approach shall promote collaboration between development and operations teams, allowing code to be promoted to production faster. It shall allow for the integration of people, tools, and processes using automation to quickly, frequently, and reliably deliver quality software at a lower cost (and with a reduction in failure rate). The contractor shall document their Agile approach in the Agile Development Management Plan that documents processes, milestones, and metrics.

Exhibit 1: Scaled Agile Approach

The contractor’s Overarching HR Modernization methodology uses a Scaled Agile Approach to incrementally deliver enhanced capabilities addressing each of the PWS Objectives from 1 through 8 as noted in the circled numbers in Exhibit 1.

In alignment with Exhibit 1, the contractor’s approach shall include the following key phases: Discovery, Release Planning, Planning Increment (PI) Planning, PI Execution, and Innovation Planning and a mapping to the PWS Objectives.

6.1 Task 1 - Program & Task Order Management

Subtask 1 – Task Order Management. The Contractor shall:

The contractor’s management approach shall be integrated with their Agile delivery processes and include industry leading practices to control scope, cost, and schedule for the overall initiative to transform DISA’s HR processes and IT. The contractor’s project management activities shall involve a combination of applied procedures, responsibilities, tools, and methods to produce, monitor, and track the on-time delivery of the DISA HR solution. The contractor shall use these project management activities to address key dependencies between the technical solution and functional processes. The contractor will coordinate with Contracting Officer (KO) / COR; as well as notify the COR when the contractor believes that any Government activity may impact performance, schedule or cost. The contractor shall apprise senior management on productivity and quality assurance. The contractor shall document their Agile approach in the Agile Development Plan that documents processes, milestones, and metrics; development metrics will be included as part of the Monthly Status Report. The contractor shall provide the following project management deliverables to manage and guide the management of the project:

a) Program Management Plan (PMP): The PMP shall provide guidance on those activities required to accomplish DISA and PWS goals and objectives.

b) Monthly Status Report (MSR): The monthly status report shall provide an executive overview, status tracking and subsequent reporting of all major and minor activities, risks, and cost estimates associated with the delivery of the project within the Monthly Status Report (MSR). The MSR shall also include the roster and indicate incoming or separated individuals for the performance period and include Government Furnished Equipment (GFE) assignments to contractors.

c) Performance Metrics: The contractor will provide development performance metrics

d) Technical Roadmap: The contractor shall provide a technical roadmap in coordination with the Government in a format that is provided by the contractor and Government approved. The initial version is due no later than (NLT) 45 business days after award and reviewed quarterly thereafter.

e) Quality Control Plan (QCP): The contractor shall develop and maintain a QCP to help ensure all products and services required under this task order meet Agency and Departmental quality standards.

f) Risk Management Plan (RMP): The contractor shall develop and maintain a Risk Management Plan (RMP) to establish the process for the identification and management of risks for activities conducted in support of the client transformation initiative.

g) Integrated Master Schedules (IMS): The contractor shall develop an Integrated Master Schedule (IMS) for each project, and one overarching Integrated Master Plan (IMP) to include maintaining detailed implementation schedules, identify potential disconnects, risks and project management advisory and support to DISA. The software development and product roadmap will be updated monthly so it is in sync with the IMS.

h) Agile Development Management Plan (ADMP): The Contractor shall provide an agile development management plan, that documents processes, milestones, and metrics; development metrics will be included as part of the Monthly Status Report

Deliverables:

Initial version due NLT 45 business days after award and reviewed/updated quarterly based on calendar year (1 Jan, 1 Apr, 1 Jul, 1 Oct)

(See Attachment 6 and 7 to the PWS)

Performance Metrics

Distribution* Updated annually.

Standard Distribution* Monthly

Standard Distribution* Monthly

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.2 Task 2. Risk Management Framework Approach

6.2.1 Subtask 1. Solution that is Risk Management Framework (RMF) ATO at IL4 The contractor shall embed RMF and cyber security activities including planning, documenting, developing, and testing throughout every step in their HR modernization approach. The contractor shall work shoulder-to-shoulder with the DISA Information Systems Security Manager (ISSM), Information Security Officer (ISO), and Security team, to ensure prerequisites are completed, expectations are established, the plan is widely communicated, and roles and responsibilities are confirmed. The contractor shall create Accreditation and Authorization (A&A) Documentation , RMF artifacts, a completed FIPS 199 Request, and shall upload required documentation in Enterprise Mission Assurance Support Service (eMASS). The contractor shall work with DISA to identify stakeholders, confirm availability/commitment, and communicate the plan and schedule. The contractor shall communicate priorities and activities as early as possible and consistently revisit the schedule to accurately measure progress against plan. These activities are critical to successfully initiate and complete the required activities in RMF Steps 3 to 7 for the DISA HCM to obtain the Interim Authority to Test (IATT) and prepare for the initial production release. The RMF documentation package will be updated throughout sprint execution. The contractor shall work with cognizant stakeholders to include the Authorizing Official (AO), and other key members involved in the A&A process.

RMF Step One – Prepare: The contractor shall develop a prototype that adheres to the following national security compliance statutory requirements for DISA: DoD 8510.01, National Institute of Standards and Technology (NIST) 800-37 (revision 2), NIST 800-53 (revision 5), Committee on National Security Systems (CNSSI) 1253, and the DISA Assessment and Authorization Process. Engaging with key organizational stakeholders, the contractor shall conduct a Risk Assessment of the HR solution to:

1) identify key business processes;

2) develop the asset inventory and determine applicable criticality levels;

3) help ensure common controls have been appropriately identified, assessed, and authorized; and

4) gain an understanding of the organization-wide strategy for risk management and continuous monitoring.

This Risk Assessment shall contribute to the introductory sections of the System Security Plan (SSP), notably the system description, purpose, stakeholders, inventory, and authorization boundary. The contractor shall work with the ISSM to compile the authorization package in Enterprise Mission Assurance Support Services (eMASS) as they proceed through the RMF process.

RMF Step Two – Categorize: The contractor shall coordinate with the ISO and Information Officer (IO) to determine the information types the solution will process, store, or transmit. The contractor shall meet with the ISO, Program Manager (PM), and ISSM to complete the categorization of the system using the Federal Information Processing Standard (FIPS) 199 template to document categorization level agreement. With the presence of National Security Systems, in accordance with CNSSI 1253, the objectives of Confidentiality, Integrity, and Availability shall each receive an impact level rather than one impact level based on the high watermark concept. The impact level of each objective shall determine controls selected for the system. The contractor shall also conduct a Privacy Threshold Analysis and Privacy Impact Assessment, if applicable, to understand the presence of personally identifiable information within the solution environment.

The contractor shall integrate RMF steps 3-7 into their PI Execution phase during Develop and as part of the ongoing Agile delivery process.

RMF Step Three - Select Security Controls: For RMF Step 3, Select Security Controls, the contractor shall coordinate with the ISSM to determine any needs to tailor the identified security baseline and any applicable control overlays. Control selection and tailoring will be driven by the security categorization and the DISA Security Controls. The contractor shall allocate the controls in eMASS and begin identifying inherited controls. The contractor shall develop the SSP to describe the system and detail the types, originations, responsibilities, statuses, and implementations of all applicable security and privacy controls. The contractor shall also collaborate with the ISSM and ISSO to create/update the Information Security Continuous Monitoring (ISCM) strategy prior to moving to control implementation.

RMF Step Four - Implement: The contractor shall help ensure allocated security and privacy controls are implemented in accordance with DISA requirements. The security architecture, authorization boundary and description, hardware, software, Ports, Protocols, and Services Management (PPSM), and any applicable interfaces and/or service level agreements (SLAs) shall be submitted as part of the Accreditation and Authorization (A&A) documentation and entered into eMASS. The contractor shall also create a System Requirements Traceability Matrix to map the solution components to applicable Security Technical Implementation Guide (STIGs) and Security Requirements Guides (SRGs) which will be evaluated and monitored throughout development using automated tools and manual test methods as mutually agreed to. All critical and high findings must be remediated prior to submission.

RMF Step 5 Assess: The contractor shall conduct a self-assessment of the applicable security and privacy controls by generating artifacts and associating the artifacts with their respective controls in eMASS. The self-assessment shall be documented in a Security Assessment Report (SAR). For any control deemed to be planned or not fully implemented, the contractor shall create a Plan of Action and Milestones (POA&M) to document the weakness and track its remediation over time. The contractor shall submit the SAR, all source code reviews, STIG/SRG checklists, an initial POA&M, vulnerability scans, and all authorization package components to the ISSM for review.

RMF Step 6 Authorize: With the authorization package vetted by the ISSM, the contractor shall submit the final authorization package in eMASS via the Package Approval Chain. The contractor shall support any follow-up discussions needed to support the Authorizing Official granting an IATT.

RMF Step 7, Monitor: The contractor shall coordinate with stakeholders as mutually agreed to determine remediation strategies for any identified weaknesses, proactively identify system changes, and maintain compliance with the IATT by performing the activities enumerated in the system’s Continuous Monitoring strategy as mutually agreed upon.

Deliverables:

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.3 Solution that addresses the Attachment 1 – J1

The contractor will work collaboratively with DISA to create an iterative Technical Roadmap for this program transformation. The primary intent is to implement a broad HCM solution which effectively addresses matters delineated in Attachment 1 - J1. The contractor will leverage insights from discovery sessions and past experience in workforce transformation, coupled with solution automation to improve the stakeholder experience throughout the talent lifecycle journey for the DISA civilian, military, and contractor personnel. Using a holistic strategy, the contractor will address DISA's challenges by standardizing processes with Business Process Reengineering (BPR) efforts, boosting stakeholder ownership, streamlining hire to retire processes with automation, advocating system interoperability, and enhancing data visibility. BPR efforts can also be achieved through Out of Bounds (OOB) software-as-a-service (SaaS) workflow analysis and configuration.

The contractor’s proposed technical roadmap will be guided by Attachment 1 - J1 Operational Assessment Current State Findings and Attachment 4 - For Consideration/Potential Initial Development Use Case(s). These documents will inform priority areas for both Process Reengineering and associated modernization, helping ensure that J1 practices progressively enhance organizational performance throughout the workforce development life cycle. The technical roadmap will be continuously updated throughout the program transformation, based on insights and feedback received. Acknowledging the role of technology, such as chatbots, AI and machine learning, in shaping an HCM roadmap is critical. The impact consist of more efficient handling of employee data, automation of key HR tasks, and facilitating informed decision-making. The roadmap will concentrate on a variety of areas such as Talent Management and Retention, Business Flexibility, Process Efficiency, and Organization Management, all of which contribute to improved system performance and superior organizational management. The contractor will address the following areas of concern:

· Non-Standardized Processes and Operations. The contractor shall increase process standardization by allowing HR professionals to define and automate standardized processes, helping ensure consistency and efficiency across different HR operations. The contractor shall provide workflow capabilities to design, configure, and enforce standardized processes, eliminating inconsistencies and reducing manual effort.

· Ownership and Commitment. The contractor shall promote ownership and commitment by assigning clear roles, responsibilities, and accountability within the system. The contractor shall allow DISA to define and assign tasks, track progress, and monitor adherence to set SLAs. This helps ensure that HR processes are supported by a clear ownership and commitment framework.

· Bottlenecks in Time to Hire and Time to Fill Process. The contractor shall reduce bottlenecks in time to hire and time to fill process by helping enable DISA to streamline the hiring process by automating and integrating various steps involved, such as job posting, candidate screening, interview scheduling, and approvals. The contractor shall provide workflow automation, notification mechanisms, and real-time visibility to reduce delays and bottlenecks in the hiring process. This results in a cohesive onboarding strategy that will result more efficient onboarding tasks and decreased timelines.

· System and Data Interoperability. The contractor shall increase system and data interoperability to connect with external systems, such as DISA organizations and external US Government agencies. This will allow for seamless data exchange, reducing the need for manual workarounds and improving interoperability across systems. By eliminating "swivel chair" operations, the contractor shall improve efficiency and accuracy in data processing.

· Data Visibility. The contractor shall increase data visibility and provide a centralized platform where HR data can be stored, accessed, and analyzed. The contractor shall offer comprehensive reporting and analytics capabilities that provide data visibility across different HR processes, such as Time to Hire and Time to Fill. This helps enable DISA to gain insights, identify bottlenecks, and make informed decisions to improve performance.

Deliverables:

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.4 Task 4. Release Planning

The contractor shall conduct release planning activities as pre-work leading to each new PI, which shall include confirming priorities with product owner(s) and identified stakeholders. The contractor shall refine existing epics (sizeable initiatives that can span one or more PI), features (work completed within a PI), and user stories (work planned to be completed within a sprint). The goal of the release planning increment is to define, refine, and prioritize epics and features, prepare for PI planning, document user stories and associated acceptance criteria based on the target state processes and associated architecture that will be sequenced and developed in the next program increment, and begin internal/external dependency mapping analysis. The contractor shall update the technical roadmap based on outputs from the release planning increment to accurately reflect feature priority and plan. Additionally, in preparation for the PI planning event, the contractor shall work with DISA to confirm required PI planning participants, work through meeting logistics, and schedule the event. The contractor shall create a briefing to establish expectations, communicate a clear vision, and socialize a technical roadmap that outlines the high-level goals, key objectives and priorities, and business value of the upcoming PI. These objectives shall provide the basis for the planning sessions, alignment across all DISA stakeholders, and the Agile Release Train (ART) scrum teams.

Deliverables:

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.5 Task 5. Program Increment (PI) Planning

Release Planning outputs shall inform PI Planning, which is the heartbeat of PI execution where the PI mission, vision, objectives, goals, and dependencies are agreed upon. As part of each PI Planning cycle, the contractor shall facilitate a 2-day event to align all teams/stakeholders on the ART’s shared mission and vision and finalize the program and release backlogs for the given PI; these events can be at DISA HQ, via teams or a hybrid of the two. For all PIs, PI planning will focus on prioritizing and sequencing features and associated user stories and identifying dependencies and potential blockers to develop draft plans based on capacity and feature prioritization. To accomplish this, the contractor shall break the ART into their respective planning teams and discuss their specific roles in achieving the goals, dependencies, risks, and initial resource allocation. Based on the discussions, the scrum teams shall create draft plans outlining how they will contribute to achieving the objectives of the PI. The planning teams shall assign features from the Program Backlog to each sprint and account for dependencies across the teams. The contractor shall orchestrate a cross-team review with the seven scrum teams, share their draft plans with each other to identify and resolve cross-team dependencies and risks. The scrum teams shall outline plans for overcoming any identified challenges, focusing on how they will coordinate and collaborate efficiently throughout the PI. After addressing dependencies and risks to delivery, the scrum teams shall refine their draft plans to incorporate feedback and finalize the PI plan. Lastly, the finalized PI plans shall be presented to stakeholders and executives for management review and feedback. Feedback and adjustments shall be incorporated so that the plan stays aligned with DISA goals and priorities. The scrum teams shall partake in a confidence vote to confirm their commitment to achieving the objectives of the PI plan.

Deliverables:

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.6 Task 6. PI Execution

The contractor shall use the inputs from PI Planning to support PI Execution, which shall consist of three, four-week sprints focused on design and development. The contractor’s architecture shall meet the defined requirements and be designed to help reduce technical debt, while also being scalable to adapt to new requirements as they arise. Throughout PI execution, the performer shall collaborate with DISA to help facilitate:

· Alignment on progress towards planned goals,

· Technical standards are documented, agreed upon, and met throughout design/development, and

· Detailed documentation is created and maintained throughout delivery.

· To successfully execute each PI, the contractor’s scrum teams shall be synchronized and work collaboratively to develop and deliver value incrementally and consistently. The contractor shall establish respective ART and scrum team Agile ceremonies designed to foster communication, organization, and adaptiveness. Following the PI Planning event, the contractor’s scrum teams shall employ the following Agile ceremonies to drive priorities, progress, and collaborative communication during each sprint throughout the current PI:

· Sprint Planning: At the beginning of each sprint, each scrum team shall define the scope of work for the upcoming sprint by selecting user stories from the product backlog. This shall help enable the teams to clarify the objectives, identify dependencies, and set achievable goals for the sprint.

· Daily Stand-ups: Each day during the sprint, the scrum teams shall conduct a time-boxed meeting to share updates on work progress, discuss any challenges or obstacles, and collaboratively develop solutions to address them.

· Backlog Refinement: Every four weeks, in between sprints, the scrum teams shall hold backlog refinement sessions to decompose high-level requirements into smaller, manageable items, make necessary adjustments, and re-prioritize the backlog as mutually agreed.

· Sprint Review: At the end of each sprint, the scrum teams shall conduct a sprint review and retrospective to demonstrate the work completed during the sprint. The contractor shall engage key stakeholders to demonstrate incremental progress, solicit feedback, and involve stakeholders in critical checkpoints to help enable customer satisfaction and fulfillment of business goals. The contractor shall conduct knowledge transfer and coordinate training as mutually agreed.

· Sprint Retrospective: At the end of each sprint, the scrum teams shall conduct a sprint retrospective to identify what went well, what could improve, and actionable steps for the next sprint.

· Scrum of Scrums: Every four weeks, in the middle of each sprint, the Release Train Engineer (RTE) shall bring leads/representatives of each scrum team to discuss overall progress, inter- team dependencies, and share leading practices to help facilitate communication, synchronization, and transparency throughout PI Execution.

6.6.1 Subtask 1. System (Solution) Design Approach

During the Design Phase of the approach, the contractor shall focus on the design of all components of the solution including security, architecture, infrastructure, logging/monitoring, and reporting, while maintain OOB functionality. The OOB functionality shall provide a standardized experience, fostering familiarity among users and reducing the learning curve and improving user adoption and productivity. The contractor shall work directly with stakeholders to confirm currently deployed DevSecOps tools. Once the current tech stack is confirmed, the contractor shall then develop a detailed plan for the addition of tooling as mutually agreed including the data layer to help ensure applications are appropriately and robustly supported. Throughout the Design phase, the contractor shall create a detailed conceptual, logical, and physical architecture designs to help stakeholders understand the architectural components that will be implemented and how components work together. Although the conceptual and logical design will be important to setting the stage, the physical design shall clearly document all major components and entities and all known details such as operating systems, version numbers, and relevant patches. The contractor shall get DISA approval on the design prior to moving to the Build Phase.

6.6.2 Subtask 2. Solution with user interface to facilitate widespread technology adoption The contractor shall provide a persona specific experience, while maintaining the DISA brand using as much OOB functionality as possible. Understanding the experience of the HR representative impacts the experience of the employee and vice versa, it is important all personas that users experience, are considered. The contractor shall provide a modern HCM IT solution that offers an intuitive, simple, familiar, inclusive, clear, minimalist, responsive, adaptive, consistent, accessible, and 'empathetic' user interface to facilitate widespread technology adoption through the following capabilities:

· Intuitive and simple interface: The contractor shall design a user-friendly portal that is easy to navigate. It focuses on simplicity and ease of use, helping ensure that users can quickly understand and interact with the solution without extensive training.

· Responsive and adaptive: The contractor’s solution shall be built to be responsive and adaptive to different devices and screen sizes. It helps ensure that users can access and interact with the solution seamlessly across various platforms, such as desktops, tablets, and mobile devices.

· Unified, user-friendly employee portal: The contractor shall provide a modern solution with an intuitive user interface to facilitate widespread technology adoption. With a clean and minimalist design, the portal shall offer an intuitive and familiar user interface across modules, helping ensure that employees can easily navigate and interact with various HR functions and features. The responsive and adaptive nature of the portal improves the user experience across different devices, allowing employees to access and utilize the platform seamlessly from anywhere, at any time. Importantly, the Employee Portal shall be designed with inclusivity in mind, accommodating diverse needs and helping ensure accessibility for all users. By offering a consistent and clear interface, the Portal promotes widespread technology adoption, empowering employees to engage with HR processes effectively. If multiple platforms are part of the solution, the contractor shall help ensure seamless experience and functionality between the various platforms.

· HR Professional workspace: The contractor’s solution shall provide HR professionals a centralized hub for HR case management, streamlining workflows, and helping enable HR professionals to efficiently handle and resolve employee inquiries. It shall offer a collaborative environment, where HR professionals can easily communicate, share information, and escalate cases. With customizable dashboards and advanced analytics, the workspace empowers HR professionals to make informed decisions, identify trends, improve processes, and improve service delivery.

· Empathetic: The contractor shall design an empathetic user interface (UI) that focuses on creating user interfaces that prioritize the emotional experience of users. It goes beyond simply providing functional and visually appealing designs to truly understanding and catering to users' emotions, needs, and expectations. This approach shall involve thoughtful use of colors, typography, layout, and interactions to evoke emotions, address user pain points, and create a connection between the user and the interface. Empathetic UI not only enhances user satisfaction and loyalty but also has the potential to positively impact overall brand perception and user engagement.

6.6.3 Subtask 3. Develop (Configure) and Test

Develop (Configure): Once requirements are documented and designs are approved by identified DISA stakeholders, the contractor shall determine the work assigned in a sprint during the sprint planning meeting. In these meetings, the contractor development team shall help ensure all team members and stakeholders are clear on requirements and related technical activities to be accomplished. Once a sprint starts and development and/or configuration begins, the contractor shall hold daily stand-up meetings to facilitate updates on what has been done, what is being worked on, and open issues. Additionally, as additional requirements are defined or amended, the contractor shall maintain all updates in the backlog/project management tool.

Test: The contractor shall implement a Test-Driven Development (TDD) approach, documented in a Test Plan, focusing on converting user stories and requirements to test cases, which will be continuously used to test the solution. The contractor shall execute a multi-cycle testing strategy to identify, troubleshoot, and resolve errors as early as possible in the development cycle. The contractor shall execute the following types of testing: Unit, System, API/Interface, Regression, Performance, Interface/Integration and/or Interoperability, Negative, Security, End-to-End, and Section 508 testing. The contractor shall develop test scripts for unit, integration, and functional testing that can also be used by the Government for user acceptance testing. The contractor shall record status and results of each type of testing in the Agile Team management tool and track and share formal test results and exit criteria with stakeholders after each test cycle. Where applicable, the contractor shall recommend appropriate regression testing scripts to support testing of system changes. Throughout testing, the contractor shall identify and categorize each defect identified in Quality Assurance (QA) cycle and address them appropriately to make sure repeated issues do not occur. The contractor shall work with the identified product owner(s) to prioritize defects by severity and priority for placement in the backlog for prioritization into subsequent sprints.

User Acceptance Testing (UAT): The contractor shall support UAT in a coordinated fashion with identified DISA personnel. UAT participants shall include the appropriate personas including HR representatives or employees who are involved in the capability being tested. Once each feature’s acceptance criteria have been met and tested by the development team, the contractor shall push the configuration to the defined UAT environment supported by detailed user test scripts which will include the test scenario, pre-conditions, test steps, expected results, pass/fail criteria, test data, dependencies, and post-conditions. The contractor shall load test data for the UAT scenarios to help confirm that workflows are working as intended. DISA personnel will execute UAT scripts and defects that are found during UAT will be triaged, prioritized by the product owner based on their impact, complexity, and business need, and addressed to support Staging and Transition. At the end of UAT, DISA stakeholders will provide their approval of UAT completion.

6.6.4 Subtask 4. Solution that streamlines HR and business operations The contractor shall rapidly develop and configure the requirements using a low-code and/or SaaS capability to automate a variety of processes and integrate seamlessly with legacy, external, and internal systems. This allows DISA to automate workflows by defining logical sequences of tasks and approvals. This automation addresses the current pain point of manual workarounds by reducing manual intervention, streamlines HR and business operations and processes , and helps ensure consistent and timely execution of tasks. For example, onboarding processes can be automated to generate tasks for employees so new hires have all the necessary resources on their first day. The contractor shall automate approvals, tasks, notifications, and record operations with limited to no coding, rather utilizing OOB capabilities, for their chosen platforms. This approach greatly reduces upgrade costs, which reduces development costs by leveraging reusable actions. The contractor’s approach shall realize the following benefits by streamlining and automating HR and business operations:

· Centralized solution: A centralized solution where all HR and business processes can be managed consistently through an integrated process and workflows. This reduces the need for multiple standalone systems and manual data entry, resulting in improved efficiency and accuracy.

· Self-service and unified portal: A unified, self-service portal for employees, HR professionals, and other stakeholders to access services. Employees can easily request HR services like leave requests, onboarding, or benefits enrollment, while managers can approve requests and track their status. This self-service approach eliminates the need for manual paperwork and phone calls, empowering employees to manage their own needs.

· Notifications and reminders: Automated notifications and reminders keep stakeholders informed about the status of their requests or any pending actions. It helps prevent delays and helps to ensure that tasks are completed within the defined timelines.

6.6.5 Subtask 5. Solution that streamlines operations through integrations with relevant HR systems The contractor’s solution shall provide a modern HCM solution that streamlines operations through integrations with relevant HR systems. The contractor shall create a single source of truth for DISA employee and HR professional data, in sync with DCPDS. The contractor’s solution shall provide the following capabilities:

· Data synchronization: Integration with HR systems as described in Attachment 3 – HCM Technology Functional Requirements to synchronize data in real-time or at scheduled intervals. The integration helps ensure that the data is always up-to-date and aligned with the source of truth system, eliminating the need for manual data entry or data reconciliation.

· Bi-directional data flow: Help enable bi-directional data exchange with HR systems, when required, allowing data to flow seamlessly between systems. Changes made in the HR system, such as employee updates or organizational changes, are automatically reflected in the system, helping ensure data accuracy and consistency.

· Single-source repository: Act as a single-source repository for HR data at DISA by aggregating information from various systems. This consolidation allows for a holistic view of employee data, helping enable efficient HR operations and dashboards, and reducing the need for users to access multiple different systems.

· Unified employee records: Integration with relevant HR systems allows DISA to create unified employee records that consolidate information from different sources. This comprehensive view of employee data within the solution improves HR processes, decision-making, and employee service delivery.

· Security and data privacy: Provide security and data privacy capabilities with a robust security framework which helps ensure that HR data and sensitive employee information are always safeguarded. The contractor shall help enable HR teams to assign appropriate permissions, helping ensure that only authorized personnel can view sensitive data. The contractor shall adhere to rigorous privacy regulations, such as General Data Protection Regulation (GDPR) and California Consumer Privacy Act (CCPA), helping ensure that HR data is handled in compliance with applicable laws.

6.6.6 Subtask 6. Solution that provides robust workforce analytics The contractor’s solution shall provide robust workforce analytics and data transparency by providing access to relevant data to authorized stakeholders. Employees can access their own data, such as performance reviews or training history, through self-service portals. HR professionals and managers can access data related to employees, such as performance metrics, personnel actions, or attendance records. This transparency promotes accountability, trust, and better decision-making across the organization.

To further address pain points such as Data Visibility (lack of data transparency, lack of centralized enterprise dashboard view(s), lack of effective/efficient data recording), the contractor’s solution shall have the following capabilities that will meet this objective.

· Data Consolidation: Consolidate HR and workforce data into a centralized platform. This includes employee data, performance data, leave data, training records, and more. By having all the data in one place, DISA can easily access and analyze it for workforce analytics and reporting.

· Reporting and Dashboarding: As defined in the Discovery Phase, provide customizable reporting and dashboarding features that allow users to create and visualize data in meaningful ways. Users can create custom reports, charts, and graphs to track key HR and workforce metrics, such as employee engagement, turnover, performance ratings, or training completion rates. These reports can be shared with stakeholders to make informed decisions based on data insights.

· Ad-hoc Analysis: Help enable ad hoc analysis by providing self-service analytics capabilities. Users can explore data, build queries, and apply filters to drill down into specific aspects of workforce data. This empowers users to find correlations, trends, and patterns in the data to support data-driven decision-making.